Supply Chain Management-3.pptx

Manajemen Rantai Pasok Pada Sektor Privat

(Supply Chain Management)

Oleh : Dr. Hery Suliantoro, ST, MT

Buku Teks

1. Chopra, S., and Meindl, P. (2001). Supply chain management: Strategy, planning, and operations. New Jersey - Prentice-Hall.

2. Heizer, J (2008). Operation Management, 9th ed, Perason Education, Inc

3. Pujawan, I N. (2005). Supply chain management. Guna Widya.

4. Widjaja, Amin (2011). Dasar-dasar Integrated Supply Chain Management, Harvarindo

PendahuluanEvolusi tantangan yang dihadapi perusahaan manufaktur

1. 1970 Manufacturing, Mass production

2. 1980 Quality SQC, TQM

3. 1990 SCM dan e-SCM

Sekarang, batas persaingan yang baru adalah memanfaatkan kesempatan melalui koordinasi, kooperasi dan kolaborasi.

Sebuah produk melewati proses yang panjang sebelum sampai ke tangan konsumen :

Supply Chain

semua bagian yang terkait baik secara langsung maupun tidak langsung dalam memenuhi keinginan konsumen (Chopra dan Meindl, 2004).

Jaringan perusahaan-perusahaan yang secara bersama-sama bekerja untuk menciptakan dan menghantarkan suatu produk ke tangan pemakai akhir (Pujawan, 2010)

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Supply Chain

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Supply Chain Illustration10-7

Supply chain• Ada 3 macam hal yang harus dikelola dalam

supply chain yaitu :– Pertama, aliran barang dari hulu ke hilir.

contohnya bahan baku yang dikirim dari supplier ke pabrik, setelah produksi selesai dikirim ke distributor, pengecer, kemudian ke pemakai akhir.

– Kedua, aliran uang dan sejenisnya yang mengalir dari hilir ke hulu dan

– Ketiga adalah aliran informasi yang bisa terjadi dari hulu ke hilir atau sebaliknya.

Supply chain• Dalam kondisi nyata tidak sesederhana

sebagaimana diatas, contoh sebuah produk sederhana yaitu biskuit kaleng.

• Pihak yang terlibat dalam supply chain biskuit kaleng tersebut adalah : 1. penghasil gandum 2. penghasil tebu 3. penghasil garam 4. penghasil aluminium 5. pabrik tepung terigu 6. pabrik gula

7. distributor garam8. pabrik kaleng 9. pabrik biskuit 10. distributor biskuit 11. supermarket 12. perusahaan transportasi dan

pergudangan.

Supply chainSkema hubungan yang bisa dibentuk adalah sebagai

berikut :

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DALAM KENYATAANNYA KITA BERHADAPAN DENGANSEBUAH NETWORK (JARINGAN) BUKAN SEBUAH RANTAI(Chopra & Meindl Meindl, 2001)

Supply chain• Kalau supply chain adalah jaringan fisiknya,

yakni perusahaan-perusahaan yang terlibat dalam memasok bahan baku, memproduksi barang maupun mengirimkannya ke pemakai akhir, SCM adalah metode, alat atau pendekatan pengelolaannya.

Supply chain• Pendekatan yang ditekankan dalam SCM

adalah terintegrasi dengan semangat kolaborasi.

• Supply chain management tidak hanya berorientasi pada urusan internal melainkan juga eksternal perusahaan yang menyangkut hubungan dengan perusahaan-perusahaan partner.

Supply Chain Management• Supply Chain Management adalah koordinasi

yang sistematis dan strategis dari fungsi bisnis tradisional dalam suatu perusahaan dan lintas bisnis dalam supply chain untuk keperluan meningkatkan kinerja jangka panjang dari perusahaan dan supply chain secara keseluruhan.

• Manajemen terhadap aliran antar dan diantara tahapan supply chain untuk memaksimalkan profitabilitas keseluruhan supply chain.

Supply Chain Management• Perusahaan yang berada dalam supply chain

pada intinya ingin memuaskan konsumen dengan bekerja sama membuat produk yang murah, mengirimkan tepat waktu dan dengan kualitas yang bagus.

ELEMENTS OF SUPPLY CHAIN MANAGEMENT

• DEMAND MANAGEMENET ( Planning, specifying, analysis, research)

• ACQUISITION MANAGEMENT (Management, compliance, bid documents, criteria for evaluation and adj.)

• LOGISTICS (Stock/ inventory management, warehousing, transport, supplier payment, vendor, performance

• DISPOSAL ( Obsolescence planning, disposal strategy)

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Lingkup SCM

Proses Inti Supply Chain

Supply Chain Processes

Copyright 2006 John Wiley & Sons, Inc.

SCM dalam kaitan dengan Fungsi Perusahaan Manufaktur

Bagian Lingkup kegiatan antara lain

Pengembangan Produk

Melakukan riset pasar, merancang produk baru, melibatkan supplier dalam perancangan produk baru

Pengadaan Memilih supplier mengevaluasi kinerja supplier, melakukan pembelian bahan baku dan komponen, memonitor supply risk, membina dan memelihara hubungan dengan supplier

Perencanaan dan Pengendalian

Demand planning, peramalan permintaan, perencanaan kapasitas, perencanaan produksi dan persediaan

Produksi Eksekusi produksi, pengendalian kualitas

Distribusi Perencanaan jaringan distribusi, penjadwalan pengiriman, mencari dan memelihara hubungan dengan perusahaan jasa pengiriman, memonitor service level di tiap pusat distribusi

Pengembangan Produk• Sangat penting terutama bagi industri inovatif

seperti industri garmen, komputer, elektronik, packaging, dsb. Hal ini dikarenakan product life cycle-nya pendek.

• Menghasilkan sebuah rancangan produk bisa memakan waktu dan biaya yang sangat besar, padahal disisi lain perusahaan dituntut untuk bisa menghasilkan rancangan dalam waktu cepat dan biaya yang murah.

Pengembangan Produk

Pengembangan Produk• Dalam merancang perusahaan harus

mempertimbangkan beberapa hal :• Pertama, aspirasi atau keinginan pelanggan,

oleh karena itu dibutuhkan riset pasar yang memadai.

• Kedua, produk yang dirancang harus mencerminkan ketersediaan dan sifat-sifat bahan baku. Dalam praktek SCM modern, melibatkan supplier adalah kunci dalam proses perancangan produk baru.

Flows in a Supply Chain (Chopra)

Figure 1-2

The Objective of a Supply Chain

• Maximize overall value created

Supply Chain Surplus = Customer Value – Supply Chain Cost

The Objective of a Supply Chain• Supply chain value: difference between what

the final product is worth to the customer and the effort the supply chain expends in filling the customer’s request

• Value is correlated to supply chain profitability (difference between revenue generated from the customer and the overall cost across the supply chain)

1-27

The Objective of a Supply Chain• Example: Dell receives $2000 from a customer for

a computer (revenue)• Supply chain incurs costs (information, storage,

transportation, components, assembly, etc.)• Difference between $2000 and the sum of all of

these costs is the supply chain profit• Supply chain profitability is total profit to be

shared across all stages of the supply chain• Supply chain success should be measured by total

supply chain profitability, not profits at an individual stage

1-28

The Objective of a Supply Chain• Sources of supply chain revenue: the

customer• Sources of supply chain cost: flows of

information, products, or funds between stages of the supply chain

• Supply chain management is the management of flows between and among supply chain stages to maximize total supply chain profitability

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Decision Phases of a Supply Chain• Supply chain strategy or design• Supply chain planning• Supply chain operation

1-30

Supply Chain Strategy or Design• Decisions about the structure of the supply chain and

what processes each stage will perform• Strategic supply chain decisions

– Locations and capacities of facilities– Products to be made or stored at various locations– Modes of transportation– Information systems

• Supply chain design must support strategic objectives• Supply chain design decisions are long-term and

expensive to reverse – must take into account market uncertainty

1-31

Supply Chain Planning• Definition of a set of policies that govern

short-term operations• Fixed by the supply configuration from

previous phase• Starts with a forecast of demand in the

coming year

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Supply Chain Planning• Planning decisions:

– Which markets will be supplied from which locations

– Planned buildup of inventories– Subcontracting, backup locations– Inventory policies– Timing and size of market promotions

• Must consider in planning decisions demand uncertainty, exchange rates, competition over the time horizon

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Supply Chain Operation• Time horizon is weekly or daily• Decisions regarding individual customer orders• Supply chain configuration is fixed and operating

policies are determined• Goal is to implement the operating policies as

effectively as possible• Allocate orders to inventory or production, set order

due dates, generate pick lists at a warehouse, allocate an order to a particular shipment, set delivery schedules, place replenishment orders

• Much less uncertainty (short time horizon)

1-34

Process View of a Supply Chain• Cycle view: processes in a supply chain are

divided into a series of cycles, each performed at the interfaces between two successive supply chain stages

• Push/pull view: processes in a supply chain are divided into two categories depending on whether they are executed in response to a customer order (pull) or in anticipation of a customer order (push)

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Cycle Viewof Supply Chain Processes

Figure 1-3

Cycle View of a Supply Chain• Each cycle occurs at the interface between two successive

stages• Customer order cycle (customer-retailer)• Replenishment cycle (retailer-distributor)• Manufacturing cycle (distributor-manufacturer)• Procurement cycle (manufacturer-supplier)• Cycle view clearly defines processes involved and the

owners of each process. Specifies the roles and responsibilities of each member and the desired outcome of each process.

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Push/Pull View of Supply Chains

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Procurement,Manufacturing andReplenishment cycles

Customer OrderCycle

CustomerOrder Arrives

PUSH PROCESSES PULL PROCESSES

Push/Pull View of Supply Chain Processes

• Supply chain processes fall into one of two categories depending on the timing of their execution relative to customer demand

• Pull: execution is initiated in response to a customer order (reactive)

• Push: execution is initiated in anticipation of customer orders (speculative)

• Push/pull boundary separates push processes from pull processes

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Push/Pull View of Supply Chain Processes

• Useful in considering strategic decisions relating to supply chain design – more global view of how supply chain processes relate to customer orders

• Can combine the push/pull and cycle views– L.L. Bean (Figure 1.6)– Dell (Figure 1.7)

• The relative proportion of push and pull processes can have an impact on supply chain performance

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Supply Chain Macro Processes in a Firm

• Supply chain processes discussed in the two views can be classified into (Figure 1.8):– Customer Relationship Management (CRM)– Internal Supply Chain Management (ISCM)– Supplier Relationship Management (SRM)

• Integration among the above three macro processes is critical for effective and successful supply chain management

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Supply Chain Macro Processes

Figure 1-8

Supply Chain Macro Processes

© 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

Supply-Chain Strategies• Negotiate with many suppliers; play one supplier against

another• Develop long-term “partnering” arrangements with a

few suppliers who will work with you to satisfy the end customer

• Vertically integrate; buy the actual supplier• Keiretsu - have your suppliers become part of a

company coalition• Create a virtual company that uses suppliers on an as-

needed basis.

11-44


Many Suppliers Strategy

• Many sources per item• Adversarial relationship• Short-term• Little openness• Negotiated, sporadic PO’s• High prices• Infrequent, large lots• Delivery to receiving dock

PowerPoint presentation to accompany Operations Management, 6E (Heizer & Render) 11-45

© 1995 Corel Corp.

Few Suppliers Strategy

• 1 or few sources per item• Partnership (JIT)• Long-term, stable• On-site audits & visits• Exclusive contracts• Low prices (large orders)• Frequent, small lots• Delivery to point of use

© 1995 Corel Corp.

Purchasers Ties Themselves to Suppliers

Tactic• 1. Reduce total number of

suppliers• Certify suppliers• Ask for JIT delivery from

key suppliers• Involve key suppliers in

new product design• Develop software linkages

to suppliers

Results• Average 20% reduction in 5 years• Almost 40% of all companies

surveyed were themselves currently certified

• About 60% ask for this• About 54% do this• Almost 80% claim to do this• About 50% claim this; about 15%

more than have EDI links to suppliers

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Raw Material(Suppliers)

BackwardIntegration

CurrentTransformation

ForwardIntegration

Finished Goods(Customers)

Vertical Integration Strategy

• Ability to produce goods previously purchased– Setup operations– Buy supplier

• Make-buy issue• Major financial

commitment• Hard to do all things well


Forms of Vertical Integration

Iron Ore

Steel

Automobiles

DistributionSystem

Dealers

Silicon

IntegratedCircuits

Circuit Boards

ComputersWatches

Calculators

Farming

Flour Milling

Raw Material(Suppliers)

BackwardIntegration

CurrentTransformation

ForwardIntegration

Finished Goods(Customers)

Baked Goods

Keiretsu Network Strategy• Japanese word for ‘affiliated chain’• System of mutual alliances and

cross-ownership– Company stock is held by allied firms

• Lowers need for short-term profits

• Links manufacturers, suppliers, distributors, & lenders– ‘Partnerships’ extend across entire supply chain

11-50

© 1995 Corel Corp.

Virtual Company Strategy

• Network of independent companies– Linked by technology

• PC’s, faxes, Internet etc.

– Each contributes core competencies– Typically provide services

• Payroll, editing, designing

• May be long or short-term– Usually, only until opportunity is met

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Achieving Strategic Fit

• Introduction• How is strategic fit achieved?• Other issues affecting strategic fit

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• Strategic fit: – Consistency between customer priorities of competitive

strategy and supply chain capabilities specified by the supply chain strategy

– Competitive and supply chain strategies have the same goals

• A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy

• Example of strategic fit -- Dell

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How is Strategic Fit Achieved?

• Step 1: Understanding the customer and supply chain uncertainty

• Step 2: Understanding the supply chain• Step 3: Achieving strategic fit

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Step 1: Understanding the Customer and Supply Chain Uncertainty

• Identify the needs of the customer segment being served

• Quantity of product needed in each lot• Response time customers will tolerate• Variety of products needed• Service level required• Price of the product• Desired rate of innovation in the product

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• Overall attribute of customer demand• Demand uncertainty: uncertainty of customer

demand for a product• Implied demand uncertainty: resulting

uncertainty for the supply chain given the portion of the demand the supply chain must handle and attributes the customer desires

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• Implied demand uncertainty also related to customer needs and product attributes

• First step to strategic fit is to understand customers by mapping their demand on the implied uncertainty spectrum

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Responsiveness Spectrum (Figure 2.4)

Example: Example:

Efficient supply chains Responsive supply chains

Highlyefficient

Highlyresponsive

Somewhatefficient

Somewhatresponsive

Supply chain responsivenessSupply chain responsiveness

Example: Example:

Noodles Underwear AutomobilesCustom-made

PCs

The implied demand uncertainty spectrum

Implied demand uncertaintyImplied demand uncertainty

Examples: Tomato soup Noodles Long lead time steel Purely practical products

Examples: Trendy purses High fashion Mobile phones Entirely new products

Certain(predictable)supply and demand

Highly uncertain(unpredictable)

supply and demand

Functional products Innovative products

LowLow HighHigh

http://www.purseboutique.com/cs_productpages/295.html

Implied demand uncertainty is often correlated with other characteristics of demand

Source: Fisher (1997)

AttributeFunctional products(low implied demand

uncertainty)

Innovative products(high implied demand

uncertainty)

Product margin Low (5-20%) High (20-60%)

Product life cycle Long (more than 2 years) Short (3 month to 1 year)

Avg. forecast error 10% 40%-100%

Avg. stock out rate 1%-2% 10%-40%

Avg. forced season-end markdown

0% 10%-25%

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• Understanding the Customer– Lot size– Response time– Service level– Product variety– Price– Innovation

ImpliedDemand

Uncertainty

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Impact of Customer Needs on Implied Demand Uncertainty (Table 2.1)

Customer Need Causes implied demand uncertainty to increase because …

Range of quantity increases Wider range of quantity implies greater variance in demand

Lead time decreases Less time to react to orders

Variety of products required increases

Demand per product becomes more disaggregated

Number of channels increases Total customer demand is now disaggregated over more channels

Rate of innovation increases New products tend to have more uncertain demand

Required service level increases Firm now has to handle unusual surges in demand

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Step 2: Understanding the Supply Chain

• How does the firm best meet demand?• Dimension describing the supply chain is

supply chain responsiveness• Supply chain responsiveness -- ability to

– respond to wide ranges of quantities demanded– meet short lead times– handle a large variety of products– build highly innovative products– meet a very high service level

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Step 2: Understanding the Supply Chain

• There is a cost to achieving responsiveness• Supply chain efficiency: cost of making and

delivering the product to the customer• Increasing responsiveness results in higher costs

that lower efficiency• Figure 2.3: cost-responsiveness efficient frontier• Figure 2.4: supply chain responsiveness spectrum• Second step to achieving strategic fit is to map the

supply chain on the responsiveness spectrum

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Understanding the Supply Chain: Cost-Responsiveness Efficient Frontier

High Low

Low

High

Responsiveness

Cost

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Step 3: Achieving Strategic Fit

• Step is to ensure that what the supply chain does well is consistent with target customer’s needs

• Fig. 2.5: Uncertainty/Responsiveness map• Fig. 2.6: Zone of strategic fit

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Achieving Strategic Fit Shown on the Uncertainty/Responsiveness Map (Fig. 2.5)

Implied uncertainty spectrum

Responsive supply chain

Efficient supply chain

Certain demand

Uncertain demand

Responsiveness spectrum Zone o

f

Strateg

ic Fit

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Step 3: Achieving Strategic Fit

• All functions in the value chain must support the competitive strategy to achieve strategic fit

• Two extremes: Efficient supply chains (Barilla) and responsive supply chains (Dell)

• Two key points– there is no right supply chain strategy independent

of competitive strategy– there is a right supply chain strategy for a given

competitive strategy

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Comparison of Efficient and Responsive Supply Chains (Table 2.4)

Efficient Responsive

Primary goal Lowest cost Quick response

Product design strategy Min product cost Modularity to allow postponement

Pricing strategy Lower margins Higher margins

Mfg strategy High utilization Capacity flexibility

Inventory strategy Minimize inventory Buffer inventory

Lead time strategy Reduce but not at expense of greater cost

Aggressively reduce even if costs are significant

Supplier selection strategy Cost and low quality Speed, flexibility, quality

Transportation strategy Greater reliance on low cost modes

Greater reliance on responsive (fast) modes

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Other Issues Affecting Strategic Fit

• Multiple products and customer segments• Product life cycle• Competitive changes over time

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Multiple Products and Customer Segments

• Firms sell different products to different customer segments (with different implied demand uncertainty)

• The supply chain has to be able to balance efficiency and responsiveness given its portfolio of products and customer segments

• Two approaches:– Different supply chains– Tailor supply chain to best meet the needs of each

product’s demand

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Product Life Cycle

• The demand characteristics of a product and the needs of a customer segment change as a product goes through its life cycle

• Supply chain strategy must evolve throughout the life cycle

• Early: uncertain demand, high margins (time is important), product availability is most important, cost is secondary

• Late: predictable demand, lower margins, price is important

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Product Life Cycle

• Examples: pharmaceutical firms, Intel• As the product goes through the life cycle, the

supply chain changes from one emphasizing responsiveness to one emphasizing efficiency

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Competitive Changes Over Time

• Competitive pressures can change over time• More competitors may result in an increased

emphasis on variety at a reasonable price• The Internet makes it easier to offer a wide

variety of products• The supply chain must change to meet these

changing competitive conditions

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Expanding Strategic Scope• Scope of strategic fit

– The functions and stages within a supply chain that devise an integrated strategy with a shared objective

– One extreme: each function at each stage develops its own strategy

– Other extreme: all functions in all stages devise a strategy jointly• Five categories:

– Intracompany intraoperation scope– Intracompany intrafunctional scope– Intracompany interfunctional scope– Intercompany interfunctional scope– Flexible interfunctional scope

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Different Scopes of Strategic Fit Across a Supply Chain

Suppliers Manufacturer Distributor Retailer Customer

Competitive Strategy

Product Development

Strategy

Supply Chain Strategy

Marketing Strategy

IntracompanyIntraoperationat Distributor

IntracompanyIntrafunctionalat Distributor

IntracompanyInterfunctional

at Distributor

IntercompanyInterfunctional

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Summary of Learning Objectives

• Why is achieving strategic fit critical to a company’s overall success?

• How does a company achieve strategic fit between its supply chain strategy and its competitive strategy?

• What is the importance of expanding the scope of strategic fit across the supply chain?

© 1995 Corel Corp.

Struktur Jaringan Supply Chain (SC) -1A. Identifikasi Anggota SC

Anggota SC meliputi semua perusahaan dan organisasi yang berhubungan dengan perusahaan focal baik secara langsung maupun tidak langsung melalui supplier atau pelanggannya dari point of origin hingga point of consumption.

1.Anggota Primer (primary members)Semua perusahaan/unit strategik yang benar-benar

menjalankan aktifitas operasional dan manajerial dalam proses bisnis yang dirancang.

2. Anggota Sekunder (secondary members)Semua perusahaan yang menyediakan sumber daya,

pengetahuan, utilitas/aset bagi anggota primer di SC.

© 1995 Corel Corp.

Struktur Jaringan Supply Chain (SC) -2B. Dimensi Struktural Jaringan

1.Struktur HorisontalMeliputi sejumlah tiers yang ada pada SC (jaringan bisa

panjang/pendek2. Struktur Vertikal

Meliputi sejumlah supplier/pelanggan yang mewakili tiap tingkat tier

3. Posisi Horisontal PerusahaanPerusahaan dapat diposisikan berada atau dekat

dengan sumber supply/pelanggan akhir atau di suatu tempat antara poin-poin akhir dari SC

© 1995 Corel Corp.

Struktur Jaringan Supply Chain (SC) -3C. Jenis Jaringan Proses Bisnis

1. Managed Process LinksPerusahaan focal merasa penting untuk bersatu dan

berkolaborasi dengan anggota lain dari SC2. Monitored Process Links

Perusahaan focal tidak begitu aktif terlibat, hanya secara berkala meninjau dan mengaudit anggota lain di SC

3. Not-Managed Process Links Perusahaan focal tidak begitu aktif terlibat, dan

meninjau/mengaudit secara berkala, tapi mempercayakan anggota lain yang mengatur

4. Non Member Process LinksNon anggota tidak termasuk dalam struktur jaringan SC

perusahaan focal namun dapat mempunyai pengaruh pada perusahaan focal dan anggota lain SC

Struktur Jaringan Supply Chain

10-81

© 1995 Corel Corp.

Proses Bisnis Supply Chain (SC) -11. Customer Relationship Management (CRM)

Mengidentifikasi dan menjalin hubungan dengan pelanggan kritis, mengembangkan komunikasi dan prediksi yang baik atas demand pelanggan

2. Customer Service Management (CSM)Pelayanan pada pelanggan berupa informasi pengiriman,

ketersediaan produk yang berkaitan bagian produksi dan distribusi

3. Demand ManagementMenyeimbangkan kebutuhan pelanggan dengan

kemampuan supply perusahaan, menentukan apa yang akan dibeli pelanggan dan kapan

4. Customer Order FulfillmentProses penyelesaian pesanan secara efektif melalui

integrai rencana kerja antara produksi, distribusi dan transportasi

© 1995 Corel Corp.

Proses Bisnis Supply Chain (SC) -25. Manufacturing Flow Management

Produk yang dihasilkan berdasarkan kebutuhan pelanggan sehingga memerlukan kemampuan produksi yang fleksibel dengan perubahan pasar dan variasi kebutuhan massal.

6. ProcurementMembina hubungan jangka panjang dengan sekelompok supplier, melibatkan supplier sejak tahap desain. Dapat menggunakan fasilitias EDI

7. Pengembangan Produk dan Komersialisasi Mengembangkan produk dan melakukan pengenalan (launching) dalam waktu singkat dan tepat untuk memperkuat daya saing.

8. ReturPenggantian produk, perlengkapan/peralatan dan komponen

Peran informasi dalam SCMInformasi penting karena menyediakan fakta yang digunakan oleh manajer supply chain untuk membuat keputusan memberikan manajer visibility

Pengembangan IT dalam SCM

Information Technology :

Berupa perangkat– hardware & software – yang

digunakan baik untuk meningkatkan kesadaran

informasi (awareness of the information) dan

untuk menganalisis informasi untuk membuat

keputusan yang tepat mengenai supply chain.

Pengembangan IT dalam SCM

Goal dari IT1. Mengumpulkan informasi dari tiap-tiap produk dari

mulai pembuatan sampai pengiriman atau pembelian dan menyediakan gambaran yang lengkap untuk semua pihak dalam rantai pasok.

2. Mengakses semua data dalam sistem dari single-point-of-contact

3. Menganalisa, perencanaan aktifitas dan membuat trade offs berdasarkan pada informasi dari seluruh rantai pasok

Peranan InternetInternet memungkinkan kolaborasi, koordinasi, dan integrasi dalam praktek di lapangan.1. Berbagi informasi serta melakukan transaksi dengan

lebih cepat, murah dan akurat.2. Informasi penjualan di supermarket atau ritel akan

mudah bisa dibagi dengan pihak-pihak yang berada di sebelah hulu supply chain dengan menggunakan Internet.

Aplikasi internet dalam konteks SCM :– Electronic procurement (e-procurement)– Electronic fulfilment (e-fulfilment)

E-business dan Supply Chain• Menghemat biaya dan mengurangi harga• Mengurangi atau menghilangkan peran

intermediasi• Memperpendek respon rantai pasok dan waktu

transaksi• Meningkatkan keberadaaan dan jangkauan

perusahaan • Memperbanyak pilihan dan informasi bagi

pelanggan

E-business dan Supply Chain (cont.)

• Meningkatkan pelayanan sebagai hasil dari kemampuan akses yang cepat terhadap pelayanan

• Mengumpulkan dan menganalisis data dan pilihan dalam jumlah yang besar dari

• Menciptakan perusahaan virtual• Meningkatkan peranan usaha kecil• Meningkatkan akses global ke pasar, pemasok

dan saluran distribusi

Copyright 2006 John Wiley & Sons, Inc. 10-89

Supply chain dalam lingkungan e-bisnis

http://www.worldscibooks.com/business/6273.html

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E-ProcurementAplikasi internet untuk mendukung proses pengadaan untuk:• Proses pengadaan bahan baku dan komponen• Item-item yang masuk dalam kelompok MRO

(maintenance, repair, and operations) seperti suku cadang, peralatan tulis kantor, dan sebagainya.

Dapat digunakan untuk mendukung:– Hubungan jangka pendek: e-Auction– Hubungan jangka panjang (kemitraan)

E-FulfillmentLebih pada bagian hilir supply chainBeberapa kegiatan yang termasuk dalam proses fulfilment adalah:• Menerima order dari pelanggan melalui telepon, fax,

e-mail, atau webbased ordering.• Mengelola transaksi termasuk proses pembayaran.• Manajemen gudang • Manajemen transportasi (keputusan mode dan rute

transportasi termasuk di dalamnya)• Komunikasi dengan pelanggan untuk memberikan

informasi status pesanan, dukungan teknis, dan sebagainya

Measuring Supply Chain Performance

• Key performance indicators– inventory turnover

• cost of annual sales per inventory unit

– inventory days of supply• total value of all items being held in inventory

– fill rate• fraction of orders filled by a distribution center within a

specific time period


Key Performance Indicators


Inventory turns =Average aggregate value of inventory

Cost of goods sold

Average aggregate value of inventory =

=(average inventory for item i) X (unit value item i)

Days of supply =(Costs of goods sold)/(365 days)

Average aggregate value of inventory

Key Performance Indicators: Example


Inventory turns =$34,416,000

$425, 000, 000

Days of supply =($425,000,000)/(365)

$34,416,000

= 12.3

= 29.6

1. Cost of goods sold: $425 million2. Production materials and parts: $4,629,0003. Work-in-process: $17,465,0004. Finished goods: $12,322,0005. Total average aggregate value of inventory (2+3+4): $34,416,000

Other Measures of Supply Chain Performance

• Process Control– used to monitor and control any process

in supply chain• Supply Chain Operations Reference

(SCOR)– establish targets to achieve “best in class”

performance


SCOR Model Processes


PlanDevelop a course of action that best meets sourcing, production and delivery requirements

SourceProcure goodsand services tomeet plannedor actualdemand

MakeTransformproduct to a finished state to meet planned or actualdemand

DeliverProvide products to meet demand, including ordermanagement, transportation and distribution

ReturnReturnproducts,post-deliverycustomersupport


Number of days to achieve an unplanned 20% change in orders without a cost penalty

Production flexibility

Number of days for supply chain to respond to an unplanned significant change in demand without a cost penalty

Supply chain response time

Supply Chain Flexibility

Number of days from order receipt to customer delivery

Order fulfillment lead time

Supply Chain Responsiveness

Percentage of orders delivered on time and in full, perfectly matched with order with no errors

Perfect order fulfillment

Percentage of orders shipped within24 hours of order receipt

Fill rate

Percentage of orders delivered on time and in full to the customer

Delivery performance

Supply Chain Delivery Reliability

DefinitionPerformance Metric

Performance Attribute

SCOR: Customer Facing


DefinitionPerformance Metric

Performance Attribute

SCOR: Internal Facing

Revenue divided by total assets including working capital and fixed assets

Asset turns

Number of days that cash is tied up as inventoryInventory days of supply

Number of days that cash is tied up as working capital

Cash-to-cash cycle time

Supply Chain Asset Management Efficiency

Direct and indirect costs associated with returns including defective, planned maintenance and excess inventory

Warranty/returns processing cost

Direct material cost subtracted from revenue and divided by the number of employees, similar to sales per employee

Value-added productivity

Direct cost of material and labor to produce a product or service

Cost of goods sold

Direct and indirect cost to plan, source and deliver products and services

Supply chain management cost

Supply Chain Cost

Pemilihan VendorFaktor-faktor pertimbangan pemilihan 1. Kesesuaian strategis2. Kemampuan penjual3. Pengiriman4. Kinerja berkualitas

Langkah Pemilihan Vendor -11. Evaluasi Vendor

Menentukan kriteria dan bobot evaluasi berdasarkan strategi rantai pasok yang ingin dicapai : • Keahlian rekayasa• Kemampuan proses produksi• Kemampuan distribusi• Sistem mutu• Fasilitas/lokasi• Kekuatan keuangan dan pengelolaan• Kemampuan sistem informasi• Integritas

Langkah Pemilihan Vendor -22. Pengembangan Vendor

Cara perusahaan memadukan pemasok ke dalam sistem . Pihak pembeli memastikan vendor tersebut menghargai persyaratan kualitas, perubahan teknis, jadual dan pengiriman, sistem pembayaran dan kebijakan pengadaan.Pengembangan vendor dapat dilakukan melalui :• Pelatihan• Bantuan teknis dan produksi• Prosedur perpindahan informasi

Langkah Pemilihan Vendor -33. Negosiasi

Negosiasi dilakukan terhadap kualitas, pengiriman, pembayaran dan biaya. Strategi negosiasi melalui :• Model harga berdasarkan kualitas (cost based

price model); pemasok membuka catatan keuangan, harga kontrak didasarkan atas waktu, bahan bahku atau biaya tetap

• Model harga berdasarkan pasar (market based price model); harga didasarkan pada harga yang diumumkan, lelang atau indeks

• Penawaran yang kompetitif (competitive bidding); pemasok tidak membahas biaya atau tidak terdapat pasar yang nyaris sempurna

Manajemen Rantai Pasok Pada Sektor Publik

Definisi :The supply chain is the combination of all parties (e.g. external suppliers, partner organisations, internal corporate services units) both inside and outside the organisation, involved in delivering the inputs, outputs or outcomes that will meet a specified public sector requirement.

Purchasing Portfolio Models

Lindi 2007

Changing role of purchasing

• Shorter product life cycle• Increase change in technology• Improved infrastructure and falling distribution costs• Improved data communication• Lowering of trading barriers

– EU (European Union)– WTO (World Trade Organisation)

Lindi 2007

Kraljic portfolio

1. Explanation of the model2. How to use the model to find the appropriate

purchasing strategy

Lindi 2007

Kraljic-portfolio

Lindi 2007

Appropriate strategy

Bottleneck Strategic

Routine Leverage

Volume of purchasing

Sup

ply

risk

Low

H

igh

Low High

1

2

3

4

7

5

6

8

9

Search for new supplier

Accept bad relationship

Build on existing relationship

Make full use of own market position

Develop supplier into a full partner

Reduce administration

Bundle purchases

Search for other options

Accept present situation (dependency), reduce risks

Lindi 2007

MSU model of Monczka

• MSU stands for Michigan State University• Robert Monczka constructed the model on results of a benchmark

research in the USA• Step-by step approach to improve purchasing processes

– 8 strategic processes– 6 enabling processes

For each proces there are elaborate checklists to analyse the current situation

Lindi 2007

8 strategic processes

Lindi 2007

Example MSU Self Assessment

Lindi 2007

ConclusionMSU model of Monczka • A more elaborate model, which

stimulates thought and creativity • It takes valuable time• Processes 2 and 3 from the MSU

model cover the same playing field as Kraljic

• A good tool to improve the whole purchasing function

Kraljic’s portfolio • Easy to use for a one time purchase• A strong communication tool, to

explain to non-purchasers• Model could tempt users to jump to

conclusions • A good tool for defining a more

simple purchasing strategy

Supply Chain Management-3.pptx

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Transcript of Supply Chain Management-3.pptx